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FROM A CENTER TO THE INSTITUTE Innovation requires transformation. Change was occurring at the Center for Transportation Research in the form of a new director, a new name, and funding for a new research project that would make international news and change laws across the nation. In 1996, Thomas A. Dingus was named the new director of the Center for Transportation Research. He earned his B.S., M.S., and Ph.D. in industrial and systems engineering specializing in human factors and safety engineering, with his graduate degrees from Virginia Tech. He was founding director of the National Center for Transportation at the University of Idaho and had been associate director of the Center for Computer-Aided Design at the Univer sity of Iowa since 1993. He began doing transportation research in 1984 and developed the first comprehensive analysis of the safety and usability of an advanced in-vehicle navigation system, the Etak navigator. In 1999, the Center for Transportation Research moved into new The name change from the Center for Transportation Research to the Virginia Tech Transportation Institute (VTTI) occurred during 2000 and “represents the interdisciplinary nature of our organiza tion and differentiates us from other ‘transportation centers’ in the country,” Dingus wrote in the annual report. How did the institute evolve? “It was surprisingly tactical,” said Dingus. “We looked for opportunities and created opportunities. You need four things to start a research area: capability, opportuni ties for research funding, societal need – something we have all been interested in – and a niche where you can compete,” he said. “There might be lots of opportunity and funding, but if there are already a lot of other universities and companies in the space, then it is not your niche.” One of the first niches VTTI tackled was becoming a facility for testing and developing vehicle technology. “Car companies, parts suppliers, and even the government would have systems they want-

offices at the Virginia Tech Corporate Research Cen ter. The number of employees required use of only one suite. “We could all fit into one small conference room,” said Brian Daily, software developer. “I remember Tom

saying he wanted to make this a place that people would make a career of. ”

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